5-Day Program

Execution

What is your customer buying? Ultimately, your ability to execute.

About the program

In the business world, it is almost certain that your evaluation will be largely based on results, goals achieved, significant initiatives executed, and how well you make change happen.

The task of executing strategies and major projects in today's business environment is substantial, with increasing levels of complexity and uncertainty, rapid rates of change, and short-term performance versus long-term considerations.

Studies conducted by McKinsey and the Harvard Business School, have shown that the average firm achieves less than 65% of its strategic plan and 90% of these failures are due to a lack of execution. Why? The major reasons include ineffective leadership and under-developed organizational capabilities.

Queen's Execution Program provides you with leadership insights and the tools to recognize and overcome executional barriers.

In this Program you will learn how to:

  • Clearly articulate and prioritize your strategy to ensure it has an execution orientation
  • Identify common execution barriers that create a drag on progress and wear down resources
  • Leverage different organizational levers to overcome execution barriers
  • Be introduced to modern tools and techniques companies are using to improve their ability to execute their strategy
  • Make difficult trade-offs and manage competing priorities to focus the organization on key priorities and activities
  • Create a sustainable execution culture and environment that delivers on today’s short-term demands and embraces change to fit the needs of tomorrow.

Who should attend

Executives and senior managers in all functional areas who are charged with executing elements of the company’s strategic plan. The program is specifically designed for leadership directly responsible for increasing organizational profitability and eager to learn about modern methods for enhancing productivity, minimizing waste, and improving the execution culture of the organization. Participants will leave the program with a better understanding of what it means to be an execution leader in today’s competitive marketplace.

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For participants who are already Project Management Professional (PMP) certified, 40 Category B Professional Development Units (40 PDUs) will be earned by completing this program.

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Queen’s Execution Program is also designated as an approved HRPA continuing professional development activity.

You might also be interested in: Queen's Strategy Program, Queen's Leadership Program

Organizational Benefits

  • Find innovative ways to build capacity and do more with the resources you have
  • Fill execution gaps to make sure the organization can drive change and transform to compete in the digital age
  • Explore ways to execute results in the face of increasing compliance and regulatory requirements
  • Deliver short-term value while maintaining long-term sustainability
  • Create a reward and recognition system that aligns with strategic objectives
  • Increase employee engagement and commitment
  • Develop a culture with a strong execution orientation

Personal Benefits

  • Identify the unique behaviors of an execution leader – do you have what it takes to effectively deliver your organization’s strategy?
  • Improve time management and productivity by identifying personal execution barriers
  • Learn about the importance of candor and having difficult conversations
  • Evaluate your personal assumptions about how organizations 'get things done' and determine if they are holding you back

Program content

The program leverages the educational power of multiple teaching tools, including class discussions, exchange of ideas and perspectives with faculty and fellow participants. Hands-on experiential learning is provided through a goal-setting simulation, opportunity for one-on-one coaching, and application of leading-edge execution tools and techniques. Participants will also have the benefit of using a proprietary assessment tool that quantifies the Cost of Execution (COEx) or 'drag' on execution performance and compares it to other organizations in your industry.

Aligning Strategy and Execution: Changing the Mindset

  • Establishing realistic targets that stretch the organization and promote growth
  • Best practices (e.g, 4DX, Hoshin Kanri, Balanced Scorecard, Operating Plan) in alignment to prioritize objectives, tactics, and performance metrics on achieving the most important goals
  • Modern budget and prioritization approaches that allocate resources to their most productive uses
  • Establish a day-to-day rhythm for execution that increases momentum and keeps everyone aligned to deliver on the strategy.
  • Exploring the potential risks and benefits of making mid-course corrections

Execution Leadership

  • Expanding organizational involvement in the planning process to create alignment and commitment
  • Socializing strategy so everyone in the organization understands their role, how to do it and why it’s important
  • Explore cases where organizational leaders needed to make bold moves to ensure long-term survival
  • Legitimizing execution performance as essential for strategic success
  • Identify the behaviors that make an execution leader unique
  • Best practices (e.g., Lean) that improve productivity and remove waste
  • Improving ineffective business processes

Organizational Execution Levers

  • Learn the different types of organizational execution levers (e.g., structure, agility, technology, leadership etc.) and their benefits in terms of executing the strategy
  • Orchestrate balance between execution discipline and agility – how do you choose the right lane for execution?
  • Identify your organization’s primary execution barriers and how to detect them
  • Leveraging digital technology and analytics to improve collaboration, knowledge-sharing and productivity
  • Improve your organization’s ability to lead and manage projects to deliver on goals and objectives
  • A simulation that provides hand-on application to highlight the benefits and potential pitfalls of performance indicators

Creating an Effective Execution Culture and Environment

  • Discuss the role of execution in sustaining long-term performance and improving resilience
  • Complete a proprietary assessment (Cost of Execution COEx) to determine the degree to which execution barriers are creating a drag on progress and wearing down resources
  • Legitimizing cultural barriers to execution such as silo mentality and organizational politics
  • Modern evidence-based approaches to building organizational commitment and engagement
  • Designing work spaces that enhance productivity and employee satisfaction

Session leaders include senior professors from Smith School of Business and knowledgeable experts from industry. These outstanding teachers are constantly in touch with today's business world through real-world business experience, Board memberships and their own consulting practices.

A world in which technology enables businesses to prosper, employees to thrive, and a culture for driving results to flourish is the vision behind Kathryn Brohman’s thought leadership in sustainable execution.

An Associate professor at Smith School of Business, Queen’s University, Kathryn has co-authored several books that focus on how today’s organizations can navigate business practices to drive short-term results without compromising long-term success. Her most recent book entitled SHIFT: A New Mindset for Sustainable Execution presents results from her work with over 750+ organizations that helped translate strategy into action. The book provides a pragmatic approach to identifying salient execution barriers, filling gaps to stabilize an execution backbone, and removing distractions to seamlessly adapt to change.

Since arriving at Queen’s University in 2003, Kathryn has pioneered programs in Strategy Execution and Digital Transformation across MBA and executive programs. She has worked with hundreds of organizations in North America to translate strategy into action. Kathryn has received multiple funding grants from the Social Sciences and Humanities Research Council (SSHRC) as well as the Ontario Research Foundation and published her work in premier journals including MIS Quarterly, Decision Sciences, Harvard Business Review, MIS Quarterly Executive, and Communications of the ACM.



Barry Cross is an expert and thought leader in innovation, execution and operations strategy. He joined Smith School of Business after nearly 20 years in the automotive and manufacturing sectors with Magna, Autosystems and DuPont, where he led many key strategic initiatives, including nearly 30 program launches in North America, Asia, Latin America and Europe.

Barry speaks and consults widely in the areas of Lean, Innovation, Strategy, Projects and Execution, enabling organizations to create sustainable value for their customers.  He is the bestselling author of three books, including Simple: Killing Complexity for a Lean and Agile Organization, and several Most Read articles.

Paul Roman has been researching and lecturing in operations management with emphasis on reliability and maintainability and modeling and simulation for over 15 years.  His 20-year military career included duty with 4 Canadian Mechanized Brigade Group in Germany, Officer Commanding 2 (Electronic Warfare) Squadron and he retired as the Director of the Army Experimentation Centre.  He also served in the Tactical Command, Control and Communications System (TCCCS) project management office as both the Integrated Logistics Support Data and Facilities Officer and the project's first fielding officer.  Paul is a professional engineer with two degrees in Engineering Management from the Royal Military College (RMC) and a Ph.D. from Queen's (Mining Engineering) that he received in 1999.  

Upon leaving the military, Paul started a management consulting company with Syncrude Canada Ltd and the Department of National Defence as primary clients.  In this capacity, Paul has applied his skills in business process re-engineering to projects ranging from the development of a combat development process for the Canadian Army to enhancing the relationship between operations and maintenance at Syncrude.  He has been a facilitator at the Army's Campaign Planning sessions helping to convert the Army Strategy into aligned business plans at the directorate level.  He has also helped formulate strategy and policy regarding the application of modeling and simulation as the primary enabling technology necessary to help the Army meet its' strategic objectives. 

Dr. Kate Rowbotham is an assistant professor at Smith School of Business. Dr. Rowbotham received her Bachelor of Arts (Honours) in Political Studies and French and her Master of Science in Management from Queen’s University. She completed her PhD at the Joseph L. Rotman School of Management at the University of Toronto in 2009.

Dr. Rowbotham’s research focuses primarily on the interaction of personal and professional lives. Her dissertation examined the relationship between employee knowledge of a coworker’s deviant behaviours outside the workplace and reactions to the coworker within the workplace. Other research interests include gender issues, modesty, and negotiations. Dr. Rowbotham’s work has been presented at international conferences in North America and Europe.

Dr. Rowbotham has taught human resource management, organizational behaviour, and negotiations at Queen’s University and the University of Toronto, where she won a teaching effectiveness award. Dr. Rowbotham has worked in educational and non-profit industries, and in small business management.

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Katie Parks

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Upcoming Sessions

Fees

$9,900 CAD (plus applicable taxes)
fee includes accommodations and meals

Notify me of future dates

Fees

$9,900 CAD (plus applicable taxes)
fee includes accommodations and meals

Notify me of future dates